This systematic review identifies the barriers to implementing restorative justice programs in public school organizations. Due to the novelty of restorative justice in schools, barriers often hamper the implementation process. Thus, it was necessary to identify barriers and how they can be mitigated. The PRISMA tool was utilized to examine 17…

The goal of safely and sustainably reopening K-12 school buildings for in-person learning is widely recognized as critical to minimizing the impact of academic, social, emotional, and mental strains brought forth by the COVID-19 pandemic. In order for in-person learning to succeed on an ongoing basis, schools must be able to offer safe…

Today's staff developers are truly social architects aiming to build a culture of learning by transforming the workplace. When teachers and principals develop as caretakers of learning communities and as collaborators, problem seekers, action researchers, and designers of responsive student-centered curricula, then schoolwork will become more…

The future of school-based restructuring rests on five conditions: a site-specific vision of school greatness for all students; consequent plans shaped by school partners; a work culture that nurtures and expects development and success; staff empowerment and commitment to energize participants; and a quality control system that guides development…

Describes ways in which principals can use a two-phase staff development process to foster a strong sense of community and build an educational community. Benefits include higher staff morale, increased faculty cohesion, and a renewed dedication to teaching. (SM)

This brief report summarizes results of two British national conferences to allow classroom learning supporters to provide their perspectives of inclusion of students with disabilities in mainstream classrooms. The report focuses on the participating learning supporters' recommendations for developing their work and their suggested next steps. The…

Describes the ideal environment in school libraries for retaining professionals who combine the best tasks and skills from library science and technology. Institutions should have: a desire for change; ample support staff; staff development opportunities; high priority on people skills; and high expectations of staff and leaders. (AEF)

This study identified common themes that school principals experienced in managing school work culture change. Interviews with principals who completed Managing Productive Schools training established six independent work culture dimensions and three kinds of effects. The paper uses the nine quality areas as a model for reporting the common…

School systems can promote computer literacy among teachers by starting at the administrative level, making inservice comprehensive and long-term, providing concrete support, and offering opportunities for participation. (Author)

This document publicizes the collective bargaining agreement between the U.S. Department of Education and the National Council of Department of Education Locals, Council 252, American Federation of Government Employees, effective February 23, 1995. It contains all articles and sections of that agreement pertaining to the following subheadings: (1)…

Faculty and staff desire challenges contributing to their continuous growth and development. School systems can better retain talented teachers by establishing performance goals, providing performance coaching, conducting developmental evaluations, building professional growth and development partnerships, creating supportive work environments,…

Guidelines obtained from interviews with over 30 companies or business consultants are suitable for school administrators. Successful managers are increasingly interested in quality of work life, motivation, staff development, and public relations. (MLF)

This report provides education leaders and policymakers with a lens to examine model professional development in education and the private sector. The purpose of this study was to increase understanding of how organizations support or fail to support a work culture that values ongoing education, and to better understand what comprises the…

A staff development program for a New Jersey school district involved a day-long visit to a new corporate office complex to acquaint teachers with a modern electronic office and the need to prepare students for the modern workplace. (MLF)

As a response to Joyce Killian's article in the same issue of "Educational Leadership" (EA 513 318), this article discusses the increased staff development responsibility placed on administrators as a result of the necessity for an appropriate environment and opportunities for promoting voluntary technological growth. (Author/DCS)